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← Page 16 of 1,643 Results →
  • 23 Jan 2012
  • News

The only way to deal with conflict is to listen to one another and empathise

  • 2010
  • Working Paper

Reversing the Null: Regulation, Deregulation, and the Power of Ideas

By: David Moss
It has been said that deregulation was an important source of the recent financial crisis. It may be more accurate, however, to say that a deregulatory mindset was an important source of the crisis—a mindset that, to a very significant extent, grew out of profound... View Details
Keywords: Financial Crisis; Financial Markets; Governing Rules, Regulations, and Reforms; Government and Politics; Failure; Business and Government Relations; Financial Services Industry; United States
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Moss, David. "Reversing the Null: Regulation, Deregulation, and the Power of Ideas." Harvard Business School Working Paper, No. 10-080, October 2010.
  • 2022
  • Chapter

CIP Deviations, the Dollar, and Frictions in International Capital Markets

By: Wenxin Du and Jesse Schreger
The covered interest rate parity (CIP) condition is a fundamental arbitrage relationship in international finance. In this chapter, we review its breakdown during the Global Financial Crisis and its continued failure in the subsequent decade. We review how to measure... View Details
Keywords: Interest Rates; International Finance; Financial Crisis; Currency
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Du, Wenxin, and Jesse Schreger. "CIP Deviations, the Dollar, and Frictions in International Capital Markets." Chap. 4 in Handbook of International Economics, Volume 6, edited by Gita Gopinath, Elhanan Helpman, and Kenneth Rogoff, 147–197. Handbooks in Economics. Elsevier BV, 2022.
  • 03 Apr 2011
  • News

Why Red Flags Can Go Unnoticed

  • 17 Jun 2011
  • News

How Harvard's Bill Sahlman Turns Leaders into Entrepreneurs

    Critics of D.E.I. Forget That It Works

    Many organizations working on D.E.I. goals are getting stuck at the diversity stage — recruiting difference without managing it effectively — and generating frustration and cynicism about their efforts along the way. They are now at risk of stopping in the middle of a... View Details
    • January–February 2019
    • Article

    The Hard Truth About Innovative Cultures

    By: Gary P. Pisano
    Innovative cultures are generally depicted as pretty fun. They’re characterized by a tolerance for failure and a willingness to experiment. They’re seen as being psychologically safe, highly collaborative, and nonhierarchical. And research suggests that these behaviors... View Details
    Keywords: Organizational Culture; Innovation and Invention; Performance Expectations; Leadership
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    Pisano, Gary P. "The Hard Truth About Innovative Cultures." Harvard Business Review 97, no. 1 (January–February 2019): 62–71.
    • October 2011
    • Case

    Strategy and Governance at Yahoo! Inc.

    By: Krishna G. Palepu, Suraj Srinivasan, David Lane and Ian McKown Cornell
    Yahoo! faces a number of governance and strategic challenges in late 2011 as it tries to compete with rivals such as Google and find ways to monetize its shareholding and business links with Alibaba Group in China and Yahoo! Japan. The company is now valued at almost... View Details
    Keywords: Competitive Strategy; Corporate Governance; Web Services Industry
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    Palepu, Krishna G., Suraj Srinivasan, David Lane, and Ian McKown Cornell. "Strategy and Governance at Yahoo! Inc." Harvard Business School Case 112-040, October 2011.
    • April 2020 (Revised July 2020)
    • Case

    Amazon in China and India

    By: Krishna G. Palepu and Kairavi Dey
    Amazon has been unsuccessful in its efforts to develop a business in China. Even though Amazon was an early entrant into China’s e-commerce space, its domestic rivals, especially Alibaba, created innovative business models uniquely suited for the conditions in China. ... View Details
    Keywords: Global Strategy; Multinational Firms and Management; Emerging Markets; Business Strategy; Expansion; Business Model; Retail Industry; China; India; United States
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    Palepu, Krishna G., and Kairavi Dey. "Amazon in China and India." Harvard Business School Case 120-111, April 2020. (Revised July 2020.)
    • January 1999
    • Exercise

    Seneca Systems (B): General and Confidential Instructions for C. Stevens, Vice President, Assembly Division

    Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of... View Details
    Keywords: Negotiation Participants; Business Divisions; Power and Influence; Manufacturing Industry
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    Watkins, Michael D. "Seneca Systems (B): General and Confidential Instructions for C. Stevens, Vice President, Assembly Division." Harvard Business School Exercise 899-174, January 1999.
    • January 1999
    • Exercise

    Seneca Systems (B): General and Confidential Instructions for Dr. D. Monosoff, Vice President, Data Devices Division

    Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of... View Details
    Keywords: Negotiation Participants; Business Divisions; Power and Influence; Manufacturing Industry
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    Watkins, Michael D. "Seneca Systems (B): General and Confidential Instructions for Dr. D. Monosoff, Vice President, Data Devices Division." Harvard Business School Exercise 899-173, January 1999.
    • January 1999
    • Exercise

    Seneca Systems (A): General and Confidential Instructions for Dr. D. Monosoff, Vice President, Data Devices Division

    Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of... View Details
    Keywords: Negotiation Participants; Business Divisions; Power and Influence; Manufacturing Industry
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    Watkins, Michael D. "Seneca Systems (A): General and Confidential Instructions for Dr. D. Monosoff, Vice President, Data Devices Division." Harvard Business School Exercise 899-170, January 1999.
    • January 1999
    • Exercise

    Seneca Systems (A): General and Confidential Instructions for R. Thompson, Vice President, Marketing

    Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of... View Details
    Keywords: Negotiation Participants; Business Divisions; Power and Influence; Manufacturing Industry
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    Watkins, Michael D. "Seneca Systems (A): General and Confidential Instructions for R. Thompson, Vice President, Marketing." Harvard Business School Exercise 899-169, January 1999.
    • 24 Sep 2008
    • Working Paper Summaries

    CEO and CFO Career Penalties to Missing Quarterly Analysts Forecasts

    Keywords: by Rick Mergenthaler, Shiva Rajgopal & Suraj Srinivasan
    • January 1999
    • Exercise

    Seneca Systems (A): General and Confidential Instructions for C. Stevens, Vice President, Assembly Division

    Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of... View Details
    Keywords: Negotiation Participants; Business Divisions; Power and Influence; Manufacturing Industry
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    Watkins, Michael D. "Seneca Systems (A): General and Confidential Instructions for C. Stevens, Vice President, Assembly Division." Harvard Business School Exercise 899-171, January 1999.
    • June 2013
    • Teaching Plan

    The K-Dow Petrochemicals Joint Venture

    By: Guhan Subramanian and Charlotte Krontiris
    This case follows a two-part deal involving Dow Chemicals: Dow's ill-fated joint venture with the Kuwait Petroleum Corporation, the failure of which nearly scuttled Dow's simultaneous acquisition of Rohm & Haas. Focusing on Dow CEO Andrew Liveris, this case examines... View Details
    Keywords: Dow Chemicals; Kuwait; Financial Crisis; Negotiation Process; Joint Ventures; Corporate Disclosure; Acquisition; Chemical Industry; Kuwait
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    Subramanian, Guhan, and Charlotte Krontiris. "The K-Dow Petrochemicals Joint Venture." Harvard Business School Teaching Plan 913-047, June 2013.
    • 10 Sep 2012
    • News

    Join the Insurgency Against the Jobs Crisis

    • 26 Jul 2021
    • News

    The Best Business Startup Ebooks

    • October 1991 (Revised November 1993)
    • Case

    Dynashears, Inc.

    By: Thomas R. Piper
    A senior loan officer is reviewing the recent performance of a company that has failed to repay its loan as scheduled. The failure results from a cyclical downturn in sales, coupled with a lag in cutting back production. Inventory risk is minimal. Teaching objective:... View Details
    Keywords: Borrowing and Debt; Business Cycles; Financial Condition; Risk and Uncertainty; Failure
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    Piper, Thomas R. "Dynashears, Inc." Harvard Business School Case 292-017, October 1991. (Revised November 1993.)
    • Article

    Beyond the Reach of the Invisible Hand: Impediments to Economic Activity, Market Failures, and Profitability

    By: Dennis Yao
    In this paper it is argued that failures of the competitive market are necessary conditions for supranormal profitability. Three fundamental causes of these market failures-production economies and sunk costs, transactions costs, and imperfect information-are developed... View Details
    Keywords: Economics; Markets; Failure; Profit; Cost; Information; Market Transactions; Competition; Strategy; Production
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    Yao, Dennis. "Beyond the Reach of the Invisible Hand: Impediments to Economic Activity, Market Failures, and Profitability." Strategic Management Journal 9 (Summer 1988): 59–70. (Harvard users click here for full text.)
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